Projections of looming shortages in the supply of skilled IT workers, along with high employee replacement costs, make employee attraction, retention and support a pressing concern for organizations. One potential remedy for these shortages is to focus more attention on historically underrepresented groups. We explore ways organizations can support ethnic minority IT professionals to enhance their career success. Integrating affective, cognitive and social perspectives through affective events theory and social exchange theory, our objective is to explore the implications of ethnic minority status for the relationship between leader support (i.e., mentoring and leader–member exchange (LMX)) and subjective and objective indicators of career success (i.e., organizational commitment and merit pay) among IT workers. To test the model, we conducted a field study of 289 IT workers in a Fortune 500 company. Our results showed that LMX influenced organizational commitment for ethnic minorities, while career mentoring and LMX influenced organizational commitment for majorities. Psychosocial mentoring influenced merit pay for ethnic minorities, while neither LMX nor mentoring influenced merit pay for majorities. Our study contributes to the literature on IT personnel issues by exploring how and why these leader support mechanisms enhance organizational commitment and merit pay for IT workers. Moreover, we demonstrate that ethnicity is an important consideration for researchers studying organizational commitment, merit pay, mentoring and LMX. Our findings suggest that managers can boost organizational commitment among IT workers by focusing on LMX and career mentoring. Moreover, they may want to place particular emphasis on psychosocial mentoring and interventions to enhance LMX for their ethnic minority IT workers.